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Assignment 1 - Assignment 1 Conducting an Environmental...

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Assignment 1Conducting an Environmental AnalysisTracie WillisSubmitted to:Mountasser KadrieHealth Services Administration Capstone3rdMay, 15
Assignment 1: Conducting an EnvironmentalAnalysisAs hospitals and health systems develop strategies for survival, effective change becomes a focalpoint. Organizational change is both necessary and difficult, yet it is through change thatorganizations mold their futures and redefine themselves. Songwriter Jackson Browne (1974)eloquently described the magnitude of effort needed to effect change and shapes the future: “...and while the future's there for anyone to change, still you know it seems it would be easiersometimes to change the past”.While in the past, change might have been viewed as an event; change has become a continuousprocess initiated by both internal and external variables (Kemelgor, Johnson, & Srinivasan, 2000;Poole, 1998). The pace of change in organizations is both staggering and accelerating. More thana decade ago, Schein (1993) described this phenomenon. “Only a few years ago we were sayingthat the ‘management of change' is the biggest challenge organizational leaders face. Today wehear that the problem is no longer the management of change but the management of ‘surprise'”(Schein, 1993). There is no reason to believe that this rate of change has slowed. While stoppingshort of describing the changes in healthcare as surprises, Liebler and McConnell (1999) stated,“... change in healthcare for some time has been more dramatic and more rapid than in mostother dimensions of modern life. As the new century dawned, Zuckerman (2002) affirmed thisaccelerating rate of change in the healthcare environment. He described the rate of change asaccelerating and “Each new month and year brings a new peak”.Given the rapidity of change, healthcare organizations developed processes, a constantrestructuring, to navigate or manage the impact of such changes. Strategic managementprocesses (or systems of strategic management) were the methods organizations used to adapt tochanges both within the organization and to changes in the external environment of the businesssector (Haines, 2000). Zuckerman (2000) noted that strategic management could help hospitals“better understand the future and the forces driving the need for change and innovation”. Whiletechniques of strategic management historically varied from organization to organization, theygenerally included some aspects of each of the traditional four functions of management(planning, organizing, implementing and controlling) applied in a fashion that maximizes theorganization chances to survive or thrive in competitive and often turbulent environments(David, 1999; Ginther, Swayne & Duncan, 1998; Haines, 2000).There is no doubt that effective strategic planning increases the likelihood of organizationalsurvival; in fact Walton (1986) proposed that a neglect of strategic planning/management was anobstacle to long-range success in organizations. While Walton stated that trivial emergenciesconsumed the time of administrative leadership, she grasped the importance of proactive

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healthcare organization, external environment

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